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1. Keep the goals of my manager at the centre, whilst responding to numerous other requests

2. Build a close relationship with all the ‘important others’, and maintain a distance that allows me to manage interference

3. Lead, drive and cut through, being sure of myself, and yet hold myself in the background, seeking concensus, being tolerant, patient and diplomatic

4. Know exactly what needs to be done, and yet be able to wait, allow others space and time to catch up

5. Be assertive, confident and direct, and yet warm, inviting and humble

6. Be inspiring, dynamic, energetic and also reflective, co-operative and concilitary

7. Be highly effective and efficient, focused and planned, and yet be responsive, able to change direction in a moment and spontaneous

8. Know myself, my personality and leverage off my strengths, whilst flexing my style to get the best out of others and my manager

9. Plan my own time, but be flexible with my schedule

10. Focus on the here and now, and also look into the future and pre-empt

Then you wonder why some days you feel like you have 2 personalities!

Partnering really well with your manager can help ease some of these contradictions and make you work day less frenetic. For example:

* Have you and your manager discussed how you work together, your communication preferences, time wasters, roles and responsibilities, complementary abilities, priorities and truly explored the word ‘partnership’?

* Have you (and your manager) identified key stakeholders, built successful relationship platforms, and are able to trouble-shoot when early warning signs appears that could derail goals?

* Do you have the necessary problem-solving and decision making skills, and are able to create and manage information flow?

* Can you easily influence the most challenging personality in the office, handle conflict quickly and efficiently and maintain the relationship?

Master facilitator, high calibre industry recognised trainer, and people and culture capability consultant, Penny Holden brings 20 years real business and workplace experience, expertise and knowledge. With an extensive background in behavioural sciences, psychology, education and organisational development and people capability, she applies this in simple and effective ways to her workshops and projects. Penny is particularly recognised for her ability to work with anyone at any level with respect and robust appropriate learning methods.

This would be the most frequent question I am asked when facilitating leadership or change management programmes. By ‘stuck’, the person means employees who appear to resist change and may display defensive or negative behaviour. It may be an individual, a team or within a culture. The answer is actually very simple.The application takes hard work and for the ‘questioner’ to shift their mindset!

See the 3 steps below.

EMPATHY: we either push people away or draw people to us through our words and actions. If you’re dealing with a ‘stuck’ person, usually you are feeling irritated, worn down and thoroughly dislike them.

The trick is to stop focusing on how you feel about them and start trying to understand them. Hard call…buts it works!

Which is the bigger motivator? avoiding or eliminating PAIN or GAIN (what we get)? Most of us would say gain. No, its PAIN! By understanding the pain, ‘fears’ (whatever it is that makes them ‘stuck’), you can begin to help them move forward. The biggest PAIN (fears) are:

Not being good enough:seen as incompetent or stupid, losing face

Losing control: being uncomfortable, not knowing ‘how to’, not fitting in or not standing out, loss of status or safety (what is known/ money/ security), even loss of identity (linked to work)

Case example: As part of the Qantas Engineering transformation project I ran a leadership development initiative (over 300 engineers). This was a 101 good people leadership/ leading through change, and a large amount of mindset -shift from resistance to acceptance work. The first thing I would acknowledge at the beginning of every workshop and consistently emphasise throughout, was “This is the biggest, hairiest change I’ve ever seen/ been part of. To ask you to change is overwhelmingly huge. I get it.” Only then could I even begin to be heard by them, to talk about leadership, to work with them.

2 CHANGE TOOL: Use a simple tool to help them see the shift. I like ADKAR and work through it with employees:

Awareness of the change (the why, the value),

Desire to change (the pain and gain),

Knowledge (what they need to know/ development),

Ability (how to set up the environment/ leadership around them to support change) and

Reinforcement (how to support and sustain change).

3 CHALLENGE: Be prepared to challenge them on below the line behaviour.

“Is this really who you are? Is this the best of you? Do you really wan to have a miserable day at work?” Few of us like to think we behave badly or are actually a ‘stuck’ person, so remind them of the best of themselves and praise them when they do what is needed.

Master facilitator, high calibre industry recognised trainer, and people and culture capability consultant, Penny Holden brings 20 years real business and workplace experience, expertise and knowledge. With an extensive background in behavioural sciences, psychology, education and organisational development and people capability, she applies this in simple and effective ways to her workshops and projects. Penny is particularly recognised for her ability to work with anyone at any level with respect and robust appropriate learning methods.

“We have three innate psychological needs—competence, autonomy, and relatedness. When those needs are satisfied, we’re motivated, productive, and happy.”

These are the words of Daniel H. Pink in his insightful book, ‘Drive: The Surprising Truth About What Motivates Us’. Fascinating,don’t you think, that we can overlook something as obvious as the core needs for people to feel like they do their jobs well, that they have some degree of control, and that they have a sense of connection, or ‘relatedness’ to their work and their organisation. It’s hard to feel deeply connected to your work, or your workplace, when you potentially have a limited or incomplete understanding of the business roadmap. As EAs and PAs we often develop exceptional knowledge and insights into the functioning of our own roles, those that we support, and the key stakeholders with whom we interact, but there’s a bigger context. Sometimes it’s that bigger context where a deeper understanding and broader awareness could make a profound difference to the way we shape our perspectives, make decisions, add value, establish our profile and generally interact with other people in a professional capacity. So how do you build your ‘business acumen’ and cultivate a higher level of organisational awareness in your role as an EA or PA? In reality, it’s about becoming better informed, and staying current in terms of how your organisation operates, competes, sustains itself, grows, and contributes to its customers, industries and communities.

In practical terms, there many ways to achieve this, but here are five simple things that you can do to cultivate your business intelligence and stay connected and purposeful in your work:

#1 Dedicate time to having conversations with experts within your business Experts love to share their expertise, so create opportunities to learn what you can from them about their role, their teams and their goals. Once you have a basic understanding of their roles and how their part of the operation works, you’ll be better placed to continue these conversations on a regular basis, and constantly learning more about how each part of the organisation can help make other parts more successful.

#2 Tap into information about your industry For each and every industry there is a plethora of information that is easily accessible via industry organisations, publications, current affairs and professional networks. Make this material your reading “fodder” and us it as the basis for learning more about your own organisation and how it works within the industry.

#3 Explore general management concepts and topics You may not have the word manager in your title, but even if you don’t, it doesn’t mean you don’t need to be a good manager! The vast subject of management applies to anyone who drives or contributes to organisational goals, and there are some foundation management concepts (like ‘efficiency’ and ‘effectiveness’ or ‘cause and effect’ for example) that can help everyone to be more personally effective. Whenever you enhance the way in which you deliver results in your role, your team, your organisation and your customers all benefit – it’s like the “butterfly effect”!

#4 Think of yourself and your role in terms of how you serve customers Even if you think you don’t have any direct connection to customers, you will be amazed to “map” how your efforts indirectly contribute to the success of your team, your department, the business, and ultimately the people that your business or organisation serves. In everything you do, you will be able to find a connection back to the customer and the overall prosperity of your business or the community it serves – you really just have to think about it.

#5 Become a ‘Maven’ A maven (a.k.a. mavin) is a trusted expert in a particular field, who seeks to pass knowledge on to others. The word maven comes from Hebrew, meaning “one who understands”, based on an accumulation of knowledge. This concept isn’t about being the gatekeeper or holding knowledge because knowledge is power, but it’s more about being well-connected, wellinformed and being known for having a deep understanding of how things work and how things can be achieved. Being a maven is also about being one of the first to pick up on new trends or information (an ‘early adopter’), and being influential because you can help others to grasp new trends or insights. Developing your business acumen and organisational awareness is as important as learning about the latest tools and best practices in your role. Overlooking this vital dimension of your professional repertoire can be a self-limiting move. The solution? Stay conscious of, and focused on, your mastery, self-drive and connectedness, and you will become an even more valuable asset to your team, your business, your customers and potentially your profession.

Pamela Cronin has more than 15 years’ experience working with organisations across the public and private sectors. Her training combines rich, contemporary theory and stimulating activity, providing practical tips and advice. Pamela draws on her expertise in the areas of people management, business strategy, communication and team development to deliver challenging learning in a personable way. She is an accredited Team Management Index (TMI) Facilitator, and is the author of the Brooker’s New Zealand ‘Guide to Training and Development’.

In the business world, the word ‘LOVE’ is rarely used, yet that’s exactly what most people really want – we ALL want to be loved – so how do you become a leader in expressing this key quality that we all want in a business context?

It boils down to one word…INTEREST.

In sales as well as customer service, sincere interest is the best ingredient in a successful relationship. Building rapport and strengthening relationships is all about expressing your interest and caring. When you take the lead in terms of getting to know someone, you consciously set the intention to discover their concerns as well as passions, and to help them to feel heard and acknowledged. You take leadership in building a bridge of friendship with them.

So, how do you express your interest specifically? How can you consciously begin to practice this ‘love’ for others in a business context? One way you can express your interest in others is by asking open-ended questions. This means your taking responsibility to deepen a conversation through continuing to encourage others to reveal more about their concerns, thoughts, and feelings. To get to know someone better, you need to express your interest – and that means probing deeper with successive questions which follow their train of thought.

So, here’s an example of how you could develop and deepen a conversation expressing your interest using open-ended questions.

You: So, how’s it going, Paul?

Paul: Oh, not bad…been a hectic day.

You: Really? What’s been happening?

Paul: Oh, I’ve got four new contracts – which is great, but I’m feeling a bit overwhelmed with it all.

You: What about it feels overwhelming?

Paul: Well, I suppose it’s the pressure of feeling like I need to stay on top of everything without dropping the ball.

You: How do you handle the pressure?

Paul: Well, fortunately, I go walking in the mornings which seems to help.

You: Really, where do you go walking?

Paul: Cornwall Park – I love it there.

You: What do you love about it?

Paul: I love that you can see sheep roaming all around – a bit of country in the middle of the city…I love the peace and quiet, and I love the trees. Etc…..

Enjoy getting to know your clients, colleagues, friends, and family members. If you consciously practice asking open-ended questions which follow others’ ‘train of thoughts’, you’ll develop the trust, goodwill, and warm feelings that help them and you ‘feel the love’. Plus, as an extra benefit, your business will get a boost as a result!

Sally Mabelle, M.Ed, B.A hons, has 20+ years’ experience as a ‘Voice of Leadership’ specialist. She combines her professional background in Communication, Education, and Psychology with her extensive stage experience in her courses. She has honed essential skills in voice projection, emotional connection and physical presence and is an award-winning inspirational speaker.

In last month’s issue of Shine – our popular newsletter for Administration Professionals – we asked our readers how you like to pick up new skills.

61.54% of you prefer to learn on the job (compared to 23.08% choosing face to face training course and 15.38% coaching).

At Bright*Star Training we are all about learning, and how we can best support your professional and skill development. Learning a new skill has all kinds of unexpected benefits, including improving working memory, keeping your mind active and increasing engagement at work.

We have gathered our top 7 tips on how you can fit in learning while ‘on the job’ and how to ensure that you get the best results from this learning to continue to grow your skill set and knowledge.

Note that there are two types of On the Job Training (OJT), Structured and Unstructured.

This blog focuses on the second type, however there are lessons to be learnt from the structured OJT, mainly around setting specific goals with your manager and get their support for what you are wanting to achieve. For more on Structured OJT, we recommend reading this brilliant article by Charles I Levine.

If you’re ready to start learning, here are our top tips.

1. Be clear on what you want to achieve

Make a list of the Top 10 things you’d like to master. Then prioritise in order of preference and importance to your role. Create an action plan to tackle each new skill and set a deadline by when you want to achieve it. Remember “Goals are dreams with deadlines”!

2. Get your manager involved

Why not ask your manager what areas they would like you to focus on? Dust off your professional development plan (84.62% of you have one), set a time to go through it with your manager, and ask for his/her support for your plans. This is a great way to show initiative and commitment to your role as well as your willingness to grow and learn.

3. Be hands on

Rather than just having someone show you how something works, have a go at it yourself. Take over the keyboard and actually work through the process yourself. Take time to familiarise yourself with new technology. Follow the lead of 2015 AAPNZ Award winner Rebeka Adamson and turn on the new printer and find out how it works before anyone else. It’s a great way to become the “go-to person” in your company and it can hugely increase your sphere of influence and people’s perception of you.

4. Don’t let what you don’t know hold you back

Don’t be afraid to ask for help or to not get it right the first time. Nobody (other than perhaps yourself!) expects you to be perfect. It is a proven fact that we learn the most by

experiencing and overcoming failure. At the 2016 AP Day in Auckland, the keynote presenter Bev Adair-Beets really inspired the audience with her honest account of how she didn’t let her lack of knowledge hold her back – she simply started with “Mr Google” and taught herself what she didn’t know.

“When we give ourselves permission to fail, we, at the same time, give ourselves permission to excel.” – Eloise Ristad

5. Schedule in time to learn and make it a priority

How many times have you saved an interesting article with the intent of reading it ‘when you have time’? If you’re nodding right now, then you’re not alone. We have to make time and make learning a habit. Charles Bruxton said “You will never find time for anything. If you want time, you must make it”.

Emona Numanga, the President of the Auckland AAPNZ group shared a great tip with us at their last monthly meeting: if you struggle to find time in your day, spend a week noting down how you spend your time and you will soon discover time wasters such as interruptions that you can manage better.

6. Challenge yourself

The harder the task, the more you learn. No matter your role or how long you’ve been in it, there’s always an opportunity to learn and grow. Find it and take it! By challenging ourselves, and overcoming obstacles, we grow our confidence and our resilience – both key attributes for successful people. Over the last few years, so many Administration Professionals have told us that these are two key areas where they struggle. Bright*Star offer training courses on both topics, however the best way to start building your confidence is by tackling a new challenge – even if you start small.

“I’m not telling you it’s going to be easy. I’m telling you it’s going to be worth it.”

7. Share your knowledge

The best way to truly absorb learning is when you’re asked to present it to someone else. It forces you to verbalise what you have learnt and think about how it benefits not just you but also other people. You may like to present to your manager, colleagues, a peer group such as your local AAPNZ group, or even friends and family.

As you learn on the job you may identify a larger skills gap or professional development need you can’t tackle on your own. This is where attending structured training will be helpful. The Bright*Star team is here to guide you in the right direction to find the best suitable training solution for your needs.

They say that “Every accomplishment starts with the decision to try” – learning on the job is no different. Think about what you can do right now that will put you on the right path.

Lone leads Bright*Star training’s ever growing portfolio of professional development programmes that includes over 165 public courses and customised in-house training courses each year. Before joining the team at Conferenz in 2003, Lone worked at the Trade Commission of Denmark in Auckland. Originally from Denmark, Lone has spent the past decade designing and delivering Conferenz & Bright*Star’s professional development training initiatives across New Zealand.

Read through the Analysis of the Survey Results:

1) Do you have a professional development plan in place?

Yes: 80%

No: 20% (No opportunity to talk to boss, awaiting management approval, not sure how to do this)

2) How often do you get a professional development opportunity?

Twice a year: 40%

Other: 33.33%

Once a year: 26.67%

3) What has been the most unexpected skill you’ve needed for your job?

We all know that ‘gut feeling’ when we meet someone for the first time – it tells us whether this is our kind of person or not…although we don’t always know why.

Our body language gives out messages that we may not be aware of – sometimes betraying us and the messages that we actually want to be send out.

Imagine you are a hedgehog…what do you do when you feel threatened or under attack? Like a hedgehog, if we feel vulnerable for any reason we will do our best to make ourselves small and often cross our arms to protect our vital organs.

Being aware of the signals our body is sending on our behalf allows us to choose whether we go with it or override it and make a conscious change.

What is your body language saying…

With Body Language you can ‘fake it til you make it’…or rather…’fake it til you become it’. Power, authority and confidence will help you get where you want to be…

Find out more about how to use your body language to get what you want by joining us at our next Communicating with Impact training course.

Blog Written by Bright*Star Facilitator Kerry Saberton

Kerry has been a facilitator and organisational development consultant for over 18 years. During her career in customer service, sales and management, Kerry gained a wide range of experience to draw upon. She has built and developed teams to meet core objectives in both sales and customer service and believes the key to success is harmony and communication. She has also built and run her own companies.

‘I don’t have a traditionally female way of speaking – I’m quite assertive. If I didn’t speak the way I do, I wouldn’t have been seen as a leader. But my way of speaking may have grated on people who were not used to hearing it from a woman. It was the right way for a leader to speak, but it wasn’t the right way for a woman to speak. It goes against type.’

These are the words of Kim Campbell, who served as Prime Minister of Canada in 1993.

It’s a message that’s not uncommon when female leaders talk about the challenges they face in being influential in powerful roles. The dilemma boils down to a few core points:

1. Whether we like it or not, even in the 21st Century, mainstream societies all over the globe perpetuate stereotypes about how women (and men) should behave

2. We are all primed to succumb to these associations about men and women, and sometimes they happen on a such a subconscious level that we hardly recognise our own biases

3. As leaders, women need to understand these biases (I didn’t say condone them) and develop a level of awareness and a range of skills that enable them to shine and be influential.

So how do we do that? In practical terms, there many ways to achieve this, but here are three simple concepts that you can explore to shape and cultivate your leadership influence as a woman…

#1 Understand the dynamics of male and female communication

That’s right, we all know that there are gaps in the way we relate between the genders at times. But what are the common ones, why do they exist, and what can you do to navigate them and minimise the potential for misunderstanding?

#2 Optimise your confidence

Yes, it’s true that we women win all the prizes when it comes to being our own worst critics. To be influential, you need to be confident – and to be confident, you need to back yourself. So we need to learn how to find the right balance between confidence and modesty, assertiveness and diplomacy.

#3 Get into the Driver’s seat

Understand that more opportunities present themselves to people who are open to them and seek them out. As women leaders we need to know how to set ourselves up to thrive, how to ensure our lives are richer for the experience, and how to make sure we take other women along with us.

Investing in our potential as leaders is the kind of investment that pays off – not just for us, but for all of the people around us. Too many women leave their leadership careers to chance, and never take the time to examine their abilities as a leader, how they influence others and what their potential could be. Don’t let that be you.

Pamela Cronin has more than 15 years’ experience working with organisations across the public and private sectors. Her training combines rich, contemporary theory and stimulating activity, providing practical tips and advice. Pamela draws on her expertise in the areas of people management, business strategy, communication and team development to deliver challenging learning in a personable way. She is an accredited Team Management Index (TMI) Facilitator, and is the author of the Brooker’s New Zealand ‘Guide to Training and Development’.

April 20th was Administrative Day and New Zealand witnessed the coming together of some of the country’s finest and brightest admin professionals. The Association of Administrative Professionals of New Zealand (AAPNZ) hosted simultaenous celebrations across the country to celebrate the amazing skills administrative staff bring to all businesses and organisations.

As one of the longest supporting partners of AAPNZ, Bright*Star Training decided to add some more Shine to the AP day celebrations. At the AP day event in Auckland and Wellington, we decided to recognise an inspirational admin professional for their contribution to the field and reward them with a Bright*Star training voucher so they can take the next step in their Careers.

Congrats to Simone Bantjies and Rebecca Sykes on winning our Admin Day lucky draw. Shine on Ladies! A big shout out to our friends in Hamilton, we heard the event was stellar!

At the Auckland event, Lone Tapp from Bright*Star Training who is returning as judge for this year’s AAPNZ Administrative Professional Award shared her tips with some AP professionals on what it took to be a standout administrative professional.

We are proud here at Bright*Star Training to hold a long standing commitment to the EA, PA and administration community. Each year, we offer a comprehensive and vibrant calendar of specialised EA/PA training courses. Please browse the many courses here or contact us to discuss how we can create a bespoke training programme for your organisation.

Lone Tapp, General Manager Bright*Star Training, is returning as judge for this year’s AAPNZ Administrative Professional Award and we wanted to repost her blog from last year where shares her tips on what it takes to be a standout administrative professional. If you are considering entering or nominating someone you know for the 2016 event, do read on…

Earlier this year I was honoured to be asked to judge the Administration Professional of the Year Awards at the AAPNZ conference in Christchurch. It was a real privilege to get to know the three finalists and to learn about their journeys. What talented women!

With so many amazing applicants, whose stories I was fascinated to read, it was hard enough to get down to just three finalists, so imagine the difficulties in choosing the winner.

What made Rebeka Adamson stand out in my eyes was that her passion for the profession really shone through, she was extremely well prepared, and she was very clear on where she was headed in her career.

Since July I have been thinking about what advice I would give to other administration professionals looking to enter next year’s Awards. What would help them stand out and possibly get to the next stage? Here are my top five tips:

Let your personality and passions shine through in your application and in the interview

Don’t be shy to talk about yourself and what you have achieved (please give examples)

Talk about yourself and your role rather than about your organisation

Be clear about what your goals are, how you plan to achieve them and how winning the Award can help you do that

Make sure you follow the format and instructions given in the application form

I strongly encourage all Administration professionals in New Zealand to consider entering the 2016 Awards. This is your chance to step out from “behind the scenes” and share your story and your experiences with your peers. Don’t be daunted by the process – I promise you that you will not regret entering. We need to celebrate the amazing diversity of roles, skills, and career opportunities that are available to administration professionals and continue to raise the profile of the profession. Your stories should be heard. Your contributions recognised. Imagine how amazing it would feel to win!

If you can answer yes to the following three questions, then you should apply.

Would you like to take stock of how far you have come in your career?

Would you like your boss put down in writing just how outstanding you are?

Would you like to be recognised within your profession?

These are just three of the many reasons cited by previous applicants as to why they find it so rewarding to put themselves forward for this award. Whether you win or not, everyone I’ve spoken to agrees that it is hugely beneficial and eye-opening to go through the process. It builds their confidence, allows them to reflect on their accomplishments, and makes them consider what’s next in their role or career.

I have met some absolutely inspiring administration professionals over the last decade, both through AAPNZ and through my work on training courses and events for EA/PAs through Bright*Star and Conferenz. What these women have achieved, the responsibilities and huge workloads they seem to carry with such grace, it really does humble you. What then surprises me is that almost every single one of them feel that they don’t have what it takes to be considered for the AAPNZ award. Digging a bit deeper, what I’ve found is that the main two things holding them back are:

They don’t feel confident enough to put themselves forward

The prospect of having to do a short speech in front of their peers terrifies them

I understand where they are coming from. I have struggled with those two areas myself but in the end found that the only way to overcome my fears was to tackle them head-on. Both are simply skills that can be learned. Once you pick up a few techniques and start practising on a regular basis, the fear goes away. Personally, I joined Toastmasters and went through an assertiveness training programme. There are many options available to you so if you start now you will be ready for when nominations open for the 2016 AAPNZ Awards. If you want any advice on options, I would be more than happy to help you. Contact me directly on 099123610 or lone@brightstar.co.nz

Written by Lone Tapp

Lone leads Bright*Star training’s ever growing portfolio of professional development programmes that includes over 165 public courses and customised in-house training courses each year. Before joining the team at Conferenz in 2003, Lone worked at the Trade Commission of Denmark in Auckland. Originally from Denmark, Lone has spent the past decade designing and delivering Conferenz & Bright*Star’s professional development training initiatives across New Zealand.

Want to avoid committing common management mistakes? Bright*Star training team provides you great management tips that will define your success in your new role. To get specific insights from our expert facilitator, sign up for our training course on ‘Management Skills for New Managers and Supervisors‘

1. Choose respect over love without morphing into the Grand Dictator A new higher level position doesn’t give you automatic permission to order people around and watch their every move – would you have appreciated that in your previous role? On the other hand, as human beings we are often conditioned to seek approval so many new managers experience cognitive dissonance as a desire to be approved interferes with their ability to lead. Your staff are relying on you to be their manager which means that generally you cannot be their friend. Making the tough decisions and being respected by your people are the hallmarks of an effective leader.

2. LEAD by example – Become a Role Model People will always learn what behaviour is acceptable by your actions. Role models in the workplace are often characterised by credibility and have built trust by doing what they say they will do or being upfront if they are not able to keep their promise for any reason. You have probably worked for several different managers over the years so examine what motivated you and just as importantly, what didn’t.

3. Master the Art of Influence A big part of your new role will involve requesting people to complete tasks and projects on your behalf. Clearly explaining content, timeline and why that staff member has been asked to assist with the task increases influence and reduces ambiguity.

4. Compare leadership styles with your predecessor One of the most common mistakes new managers make is changing who they are to fit a pre-determined ‘manager’ mould. One of the reasons you got the job is because of who you are, however possessing a leadership style that differs from your predecessor will mean your staff will need to align with a different set of expectations and preferences. You can’t expect your team to know how these have changed unless you tell them so encourage an open conversation around similarities and differences between leadership styles.

5. Preparation is the key Preparation is the key to success at any level – however tracking projects (who they are assigned to, expected outcomes/dates and their current status) allows everyone to be on the same page and work more effectively as a team. This may be the first time you are responsible for recruiting new team members. Prepare ahead when hiring new staff – hire for team fit, train for skill and ensure you have a comprehensive and planned on-boarding process for when they arrive.

6. Manage your stress Stress may be a part of any new management role for a period of time as you adjust to the extra responsibilities and tasks. It is important that you recognise your own personal signs of stress and stress management tactics that work for you. Don’t be tempted to flag that yoga workout in lieu of spending some catch up time in the office – extra-curricular activities and having good ‘sounding’ people outside of work will help you to get through the busy times and initial learning curve.

7. Understand individual differences and communication style Your role now involves managing a team of people with different styles of working, decision-making and communicating. While your team’s individual styles may not be how you approach your work, if the results are good than you will need to learn to accept these differences. Get to know your team, making an effort to spend time with them both as individuals and a group and this will help inform professional and personal growth plans as well as establish the ground rules of team communication.

8. Organisational Culture Companies all have their own culture and it is essential to understand what is important in your organisation. Spend some time getting a feel for the company environment and mission and remember that by representing the organisation as management everything you say can be perceived as a company statement regardless of its intent.

9. Managing Up In other words, an effective manager knows how to handle and manage their own boss. All levels of the organisation (including your manager) have things to accomplish in order for everyone’s job to be completed successfully so ensure you keep your manager up to date on all projects including the issues. Your manager is there to also provide guidance however you should discuss a preferred communication method with them in order to gain the best results – do they prefer a weekly catch up or emails as the issues arise?

10. Accept that you will make mistakes You cannot possibly know everything the first day your start any new role and management is no different. However it is important to realise that now your mistakes are likely to affect the team. Instead of beating yourself up about it, come clean, rectify where possible and learn from the error in order to improve your leadership skills.